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Jean Ann Seago, Ph.D., RNUniversity of California, San Francisco School of Nursing

Background

Unlike the work of physicians, the work of registered nurses
(RNs) in hospitals is rarely organized around disease-specific populations.
Rather, patients are generally grouped by age and/or intensity of nursing care
(e.g., pediatrics or intensive care). Adult patients who require the least amount
of nursing care (the largest proportion of hospitalized patients), may be
separated into medical or surgical units but may also be combined on one unit.
Because the work of RNs and other nurses is organized differently than the work
of physicians, this chapter explores the literature related to nursing structure
and process variables that may affect outcomes that relate to patient
safety.

Investigations of patient outcomes in relationship to nurses
and their professional responsibilities in hospitals commonly involve
structural measures of care1-4 including numbers of nurses,
number of nurse hours, percentage or ratios of nurses to patients, organization
of nursing care delivery or organizational culture, nurse workload, nurse
stress, or qualification of nurses. Less commonly, studies involve
intervention or process measures of care including studies based on the
science of nursing and others using nurses as the intervention.1-5 The use of structural variables rather than process measures to study the impact of nursing activities reflects
the greater availability of data relating to the former (often obtainable from
administrative sources) compared with the latter (typically requiring chart
review of direct observation). A number of structural measures have received
considerable attention, specifically measures of staffing levels in the face of
major cost cutting and other changes in healthcare over the past 15-20 years. In
1996, the Institute of Medicine6 reported that there were
insufficient data to draw conclusions about the relationship between nurse
staffing and inpatient outcomes. However later studies have revisited this
issue, allowing us to review the literature relating patient outcomes to various
measures of nurse staffing levels, such as full time equivalents (FTEs), skill
mix (proportion of RN hours to total hours), or RN hours per patient day.

This chapter does not address patient outcomes as they relate
to various "patient classification systems" (PCSs), although the prevalence of
the use of such systems deserves mention. PCSs predict nursing care requirements
at the individual patient level in order to determine unit staffing, project
budgets, define an objective measure for costing out nursing services, and to
maintain quality standards.8 Although PCSs are used for multiple
purposes, they are an inadequate tool for determining unit staffing on a daily
or shift basis.9-11 In addition, there are numerous patient
classification systems12-14 and most are specific to one hospital or
one nursing unit. The validity and reliability of PCSs are inconsistent and the
systems cannot be compared with each other.8-10,15-28 Thus, rather
than reviewing studies that analyze various PCS scores to patient outcomes, we
review studies addressing the question of whether or not "safe thresholds" exist
for levels of nursing care.

Practice Description

The availability of nurses, the organization of nursing care,
and the types of nursing interventions vary by institution. Structuring nurse
staffing (e.g., availability of nurses, organizational models of nursing care) and
care interventions to meet "safe thresholds" could be considered a patient
safety practice. However, no studies have evaluated thresholds explicitly. This
chapter reviews the precursor evidence from observational studies about the
strength of the relationship between nursing variables and patient outcomes, so
that possible safe thresholds may be inferred. We assess evidence that relates
patient outcomes to:

1. Specific numbers, proportions, or ratios of nurses to
patients (nurse staffing); Nurse availability variables generally
characterize the number of hours nurses spend with patients. Typically, the time
is not measured for each patient, but rather averages are measured based on the
census of nurses to patients at a particular point in time. There are several
common ways of accounting for this nurse staffing and no standardized way to
measure it (Table 39.1).

2. Specific organization of nursing care delivery, nursing
models of care, or organizational culture; Organization of nursing care
variables (Table 39.2) may also include various nursing care delivery models,
nursing unit or hospital culture, or governance structures. An issue of
governance that has been studied by Aiken29 and others30
includes how much autonomy a nurse has to make practice decisions, how much
control she has over practice decisions, how much collaboration occurs between
physicians and nurse in the organization, and communication patterns; and

3. Specific nursing interventions; Although nursing
interventions are frequently studied in outpatient setting,31,32-39
perhaps because these venues provide nurses more flexibility to make independent
decisions,40-42 studies in the inpatient setting have included
measures of education, training, or retraining of nurses, providing
audit data to nurses, and capturing nurse assessment of patient
outcomes.

The varieties of intervention studies require some comment.
Education interventions are popular in nursing research because they involve
less risk than interventions that directly involve patients and are more readily
approved by hospitals and physicians.43-51 Unfortunately, some
investigators have made the assumption (which led to the failure to measure
clinical outcomes) that increasing nursing knowledge or changing a practice,
such as handwashing, automatically improves outcomes.52,46,48,53

Because a large part of a nurse's job is assessment,
investigators have used various nursing assessments as interventions, such as
fall risk assessment, pressure ulcer risk assessment, or identification of
patients at high risk for malnutrition,55-60 to reduce adverse
events. In multidisciplinary protocols, the nursing activity is often
assessment, rather than a nursing process or procedure.49

Other process-oriented interventions that lack sufficiently
rigorous data to evaluate here, include specialty
nurses,61,62-65 and interventions based on nursing science
in the realm of nurse decisionmaking in acute care hospitals (e.g., mouth care to
reduce mucositis, non-pharmaceutical interventions to reduce pain, nausea and
vomiting, increase sleep, and improve wound healing).31,66-73

Prevalence and Severity of the Target Safety Problem

The target safety problems are patient adverse events such as
mortality and morbidity. The challenge is to create an optimum practice
environment so that nurses can ideally reduce safety problems.

Commonly studied adverse hospital events such as falls (Chapter
26), medication errors (Part III, Section A), and pressure ulcers (Chapter 27),
are often used as outcome indicators for nursing practice.83-90 Less
commonly studied are issues related to improving basic symptom management (e.g.,
symptoms related to poor sleep, nutrition, or physical activity, or anxiety,
pain, distress and discomfort caused by symptoms, or distress caused by
diagnostic tests). In the last decade there has been increasing public and
legislative pressure to improve hospital environments and address some of the
heretofore ignored issues.91-93

Opportunities for Impact

Unfortunately, there is no definitive evidence as to specific
thresholds for RN or total nursing staff hours per patient day, or nursing skill
mix for various patient populations or nursing unit types. The lack of empirical
evidence has been problematic for politicians, the public and the nursing
community. Because decisions about nurse staffing do not have a scientific basis
and are instead based on economics and anecdotes, nurse executives and managers
are frequently at odds with staff nurses; especially those represented by labor
unions, over staffing. Nurse executives are charged with providing safe patient
care at a responsible cost. The need to constrain budgets by reducing nursing
hours is in conflict with the needs of the unions and, some allege, in conflict
with the needs of patients.

Based in part on some limited data, New York and Massachusetts
have passed legislation requiring formulae to be developed that ensure safe
patient care.95,96 New Jersey has regulations which state that
licensed nurses shall provide at least 65% of the direct care hours and requires
an acuity system for patient classification.97 California Assembly
Bill 394 directs the California Department of Health Services to establish
nurse-to-patient staffing ratios for acute care hospitals by January 1, 2002.
Sixteen states other than California have nurse staffing legislation on the
calendar but have not implemented ratios.94

Staffing and ratios are items for collective bargaining and
contract negotiations in some areas.98-104 Registering complains
about "unsafe staffing" may be the nurses' only recourse unless there is a
negotiated agreement between the union and the hospital.

Current utilization of practices using nursing interventions to
make an impact on adverse hospital events is most likely limited due to
uncertainty about effectiveness of specific interventions. Resources necessary
for conducting systematic studies of nursing care provided in hospitals and then
implementing the practices found to be helpful are
scarce.105-109

Study Designs

Searches of MEDLINE® from 1990, CINHAL from 1966, documents
published by the American Nurses Association, and the Cochrane Collaboration
Library identified no randomized clinical trials or non-randomized controlled
trials analyzing nurse staffing and adverse events. The study designs for nurse
availability (Table 39.3) and organization of care (Table 39.4) are Level 2 or 3
designs. Mitchell et al111 references several randomized trials in
her review article. However, the articles mentioned used advanced practice
nurses such as clinical nurse specialists, or home care visits as the
intervention.62,112,113 The study by Jorgensen et al114
was set in a hospital but the comparison was between a specialty stroke unit and
a regular care unit. The difference was between the different organization of
stroke treatment, not nurse skill mix. The studies abstracted are observational
studies that are case control, cohort, before-after, or health services research
using data from large public databases.

The study designs for nurse interventions (Table 39.5) vary
from Level 1 to 3. Five studies use education of nurses as the intervention, and
an additional 3 studies cover enhancements to education efforts (i.e., providing
data to nurses about adverse events in their units).

Study Outcomes

The studies of structural measures reported Level 1 or 2
outcomes, along with various other outcomes such as length of stay, patient
satisfaction or nurse satisfaction. Most of the studies corrected for potential
confounders and most adjusted outcomes based on patient acuity. The process
measure studies vary between Level 2 and 3 outcomes. The studies also often
included Level 4 outcomes, such as nurse knowledge, but these did not meet
inclusion criteria. Most of the studies used adverse events such as falls,
nosocomial infection, pain, phlebitis, medication errors or pressure ulcers as
outcomes.

Evidence for Effectiveness of the Practice

Nurse Staffing

Table 39.4 summarizes the findings of studies exploring measures of nurse
availability. When measured at the hospital level, there is mixed evidence that
nurse staffing is related to 30-day mortality.30,83,115-118 There is
scarce but positive evidence that leaner nurse staffing is associated with
unplanned hospital readmission and failure to rescue.117,119-121
There is strong evidence that leaner nurse staffing is associated with increased
length of stay, nosocomial infection (urinary tract infection, postoperative
infection, and pneumonia), and pressure ulcers.122-125

Results are conflicting as to whether richer nurse staffing has
a positive effect on patient outcomes. Although 530,89,118,120,129 of
the 16 studies in Table 39.3 reported no association between richer nurse
staffing and positive patient outcomes, the other 11 that report an association
tend to be more recent, with larger samples and more sophisticated methods for
accounting for confounders. These studies had various types and acuities of
patients and, taken together, provide substantial evidence that richer nurse
staffing is associated with better patient outcomes. Although the optimum range
for acute care hospital nursing staffing is most likely within these ranges,
none of the studies specifically identify the ratios or hours of care that
produce the best outcomes for different groups of patients or different nursing
units.

Models of Nursing Care Delivery

The 7 studies in Table 39.4 provide mixed evidence about the relationship
between organization of nursing care and patient outcomes. Aiken et
al29 found that hospitals with "magnet" characteristics have lower
mortality in one study, but not in another,115 and Shortell et
al30 also does not find an association in ICUs. Seago79
found a reduction in medication errors after a change to patient-focused care
and Grillo-Peck et al130 found a reduction in falls after a change to
a RN-UAP (unlicensed assistive personnel) partner model was introduced. The 2
review articles111,131 reported mixed results about whether nursing
models, nurse surveillance or work environment is associated with patient
outcomes. Thus, the evidence is insufficient to direct practice.

Nursing Interventions

Table 39.5 provides details about studies using nurse
interventions. The first 3 studies provide support for the idea that added
education of nurses reduces infection and thrombophlebitis. The subsequent 2
studies, however, found no difference in bloodstream infection or medication
error before and after added education. The overall evidence indicates that
using education as the sole intervention does not always change patient
outcomes. Educational interventions were related to changes in nurse practices
and, in some studies, also related to decreasing adverse events.44,47,54 However adding another intervention such as providing feedback data or benchmarking results, was more
likely to be associated with improved patient outcomes,55-57 including decreased infection
rates, pressure ulcer rates, and fall rates.55-57

Potential for Harm

The potential for harm of patients associated with structural
interventions such as too few nurses has been
documented.83-85,124,125 Studies involving process interventions such
as using education of nurses, providing data to nurses, and interventions based
on nursing science, seem to have a low probability of harm, but that is as yet
unknown.

Costs and Implementation

Few of the abstracted studies mentioned cost, although several
measured length of stay as an outcome variable. Pratt et al63 found
no difference in quality of care measures using a 100% RN skill mix and an 80%
RN skill mix in 2 wards in one hospital in the United Kingdom. The cost was less
with the 80% skill mix but the nurses who worked with less experienced staff
reported an increase in workload and increase in stress. California is faced
with impending legislated minimum nurse staffing ratios in the acute care
hospitals. Based on early studies,149 at least 40% of California
hospitals may see a negative financial effect because of the need to increase
staffing. Additionally, based on a number of predictions,150,151
there is now, and there will continue to be, a significant shortage of
registered nurses in the US. Thus, implementing any increase in RN staffing may
be very difficult.

One investigator who provided data to nurses as the
intervention related to urinary catheter infection reported an estimated cost
savings of $403,000.55 Another investigator who also provided data to
nurses related to nosocomial pressure ulcer rates estimated implementation costs
but not cost saving.57 The investigator who studied adding an IV team
(specialty nurses) reported a savings of $53,000/saved life and
$14,000/bloodstream infection. Using clean rather than sterile dressings on open
postoperative wounds saved $9.59/dressing with no change in rate of wound
healing. Based on these studies, it is likely that some nursing interventions
can save costs.

Comment

The studies evaluated in this review include only medical,
surgical and ICU nursing units. Other data from more specialized units, the
outpatient setting, and those pertaining to subsets of patients tend to mirror
the findings of the evidence evaluation, and are cited in this section alongside
those abstracted and presented in the evidence tables.

The relationship of hospital environment to patient outcomes is
still being debated. However, evidence using hospital-level data
indicates increasing the percentage of RNs in the skill mix, increasing RN FTEs
or hours per patient day or average daily census is associated with decreased
risk-adjusted mortality.116,131,152,153 Other studies, also
aggregating data to the hospital level, found that increasing RN hours per
patient day is associated with decreased nosocomial infection
rates,121,154 decreased urinary tract infections, thrombosis and
pulmonary complications in surgical patients,124 decreased pressure
ulcers, pneumonia, postoperative infection and urinary tract
infection.122,125 Hunt117 found that decreasing ratios
were related to increasing readmission rates but were not related to mortality
rates.

The cost of primary data collection has limited the number of
studies using data aggregated to the individual nursing unit.
There is some evidence that decreased nurse-to-patient ratios in the ICU was
associated with an increase in blood stream infections associated with central
venous catheter,126 while an increase in agency nurses was related to
other negative patient outcomes.156 A study in the NICU setting found
understaffing and overcrowding of patients led to an outbreak of Enterobactor
cloacae.155 In 42 ICUs Shortell et al. found that low nurse turnover
was related to shorter length of stay30; in 65 units an increase in
nurse absenteeism was related to an increase in urinary tract infection and
other patient infections but not to other adverse events.157
Amaravadi et al158 found that night nurse-to-patient ratio in ICUs in
9 hospitals for a select group of patients who had undergone esophagectomy was
not associated with mortality but was associated with a 39% increase in length
of stay and higher pneumonia rates, reintubation rates, and septicemia rates. As
noted previously, Blegan et al found that as the percentage of RNs per total
staff (skill mix) increased there was a decrease in medication errors, decubitus
ulcers, and patient complaints up to a skill mix of 85-87%
RNs.83,84

In several studies, increasing skill mix was associated with
decreasing falls, length of stay, postoperative complications, nosocomial
pneumonia, pressure ulcer rates, urinary tract infection, and postoperative
infection.122-125,130 Several studies with varying sample sizes have
found skill mix to be unrelated to mortality.111,118,159,160 Others
have found skill mix to be unrelated to treatment problems, postoperative
complications, unexpected death rates, or unstable condition at
discharge129 and found no relationship between skill mix or nursing
hours per patient day and medication errors, falls, patient injuries, and
treatment errors.161 In an early study of primary (all RN) and team
(skill mix) nursing care delivery models, there was no relationship between
percent of RNs and quality of care as measured by nurse report162 and
in 23 hospitals in the Netherlands, there was no relationship between
RN-to-patient ratio and incidence of falls.89

Although mixed, the overall evidence seems to indicate that
proportion of RN hours per total hours and richer RN-to-patient ratios likely do
not affect 30-day mortality, may be associated with in-hospital mortality, and
are probably associated with adverse events such as postoperative complications,
nosocomial infection, medication errors, falls, and decubitus ulcers.

Based on recent work, nurse staffing was examined in "best
practices" hospitals. This included hospitals recognized by the American Nurses
Association's Magnet Hospital program, those commended by the Joint Commission
on Accreditation of Healthcare Organizations (JCAHO), those listed in USA
Today's Top 100 Hospitals, those listed in US News and World Report's
set of high-quality hospitals, those noted for having better than expected
mortality for heart attacks and newborn readmission rates by the Pacific
Business Group on Health (PBGH), and those recognized by the Bay Area Consumer
Checkbook for high quality. There is significant variation in nurse staffing
among these best practices hospitals. The staffing data for best practices
hospitals do not consistently demonstrate that hospitals rated highly for
quality of patient care have uniformly richer staffing than do other
hospitals.74 Because units within hospitals vary widely in nurse
staffing and outcomes, results from data aggregated to the hospital level are
difficult to interpret.

At present the literature is insufficient to make a reasoned
judgment about organization of the work environment of nurses. Further work is
needed in the area of nurse interventions. If there truly is to be an emphasis
on reducing adverse events in hospitals and creating hospital environments that
promote health and healing, resources for research related to nurses and nursing
interventions must be found.

Table 39.1. Measures of nurse staffing

Nurse Staffing Measure

Definition

Nurse to patient ratio

Number of patients cared for by one nurse typically specified by job
category (RN, Licensed Vocational or Practical Nurse-LVN or LPN); this
varies by shift and nursing unit; some researchers use this term to mean
nurse hours per inpatient day

Total nursing staff or hours per patient day

All staff or all hours of care including RN, LVN, aides counted per
patient day (a patient day is the number of days any one patient stays in
the hospital, i.e., one patient staying 10 days would be 10 patient
days)

RN or LVN FTEs per patient day

RN or LVN full time equivalents per patient day (an FTE is 2080 hours
per year and can be composed of multiple part-time or one full-time
individual)

Nursing skill (or staff) mix

The proportion or percentage of hours of care provided by one category
of caregiver divided by the total hours of care (A 60% RN skill mix
indicates that RNs provide 60% of the total hours of
care)

Table 39.2. Models of nursing care delivery

Nursing Care Delivery Models

Definition

Patient Focused Care

A model popularized in the 1990s that used RNs as care managers and
unlicensed assistive personnel (UAP) in expanded roles such as drawing
blood, performing EKGs, and performing certain assessment
activities

Primary or Total Nursing Care

A model that generally uses an all-RN staff to provide all direct care
and allows the RN to care for the same patient throughout the patient's
stay; UAPs are not used and unlicensed staff do not provide patient
care

Team or Functional Nursing Care

A model using the RN as a team leader and LVNs/UAPs to perform
activities such as bathing, feeding, and other duties common to nurse
aides and orderlies; it can also divide the work by function such as
"medication nurse" or "treatment nurse"

Magnet Hospital Environment/Shared governance

Characterized as "good places for nurses to work" and includes a high
degree of RN autonomy, MD-RN collaboration, and RN control of practice;
allows for shared decisionmaking by RNs and
managers